Photo of Andrew E. Jillson

A founding Director of Hayse LLC, Andrew Jillson is a veteran when it comes to advising law firms and other companies on the challenges and opportunities faced by an enterprise in transition. In more than 30 years as a lawyer, he has counseled across every industry, advising wherever personnel, operational, strategic and/or legal issues converge to necessitate organizational change.

In the turmoil caused by Covid-19, many law firms have had to adjust to unforeseen circumstances.  News stories tell the sad tale of law firms being adversely impacted.  Some firms have closed, and unfortunately others will follow.

With one firm’s demise comes opportunity for others.  Clearly, personnel leaving the firm in wind-down must find homes

Covid-19 has upended law firm normalcy.  What might have been perceived last March as a couple of month hiatus from business as usual has been extended with no end in sight.  With no known end date, it can be difficult to plan in ways previously thought routine.

The current Covid-19 world for law firms can

Virtually all law firms have had to adjust business practices to address the pandemic’s impact.  Whether working remotely, refocusing or changing firm economics, making personnel moves, or partnering with clients more, today’s challenges have fundamentally changed the way law firms operate.  For the law firms grappling with too many upheavals in their world, crisis looms.

The pandemic has caused an unprecedented change to the practice of law for many law firms.  Since March, the delivery of superior client service has required a new way of thinking and a little bit of scrambling.  Yet after a couple of months living in the Covid-19 world, some law firms feel a new normal

Crisis Management Plan on an office desk and papers.

Law firm crisis typically brings financial pressure.  Reduced demand, slow-paying clients, and now due obligations incurred in better times are but a few of the hallmarks of crisis.  As bad as these things can be, the strain can intensify quickly when the

Covid-19 has impacted virtually all law firms.  A few firms have benefitted, some have suffered catastrophe, while the bulk of firms fall somewhere in the middle and forge ahead as best they can.

Whether leadership for this third group is plugging a leaky dike or simply boosting morale, the focus on short-term survival is a

Regardless of degree, Covid-19’s impact on law firms is near universal.  Some firms have been impacted so severely that crisis is their reality.  Confronted with a do or die situation, strong leadership fights to bring back normalcy.  Failure can mean disaster.

Leaders used to positive law firm performance can find themselves uncertain about their new

Covid-19’s harmful impact on some law firms shows in reduced client demand, delayed or reduced receivable realization, and production inefficiency.  While those consequences may be understandable in light of the pandemic, third parties that expect fulfillment of promises and obligations may not be totally sympathetic.  Some grace may be extended, but it is neither assured

Covid-19 and its implications for law firm stability is being experienced industry-wide.  The fallout has many firms in full-on crisis.  Reduced draws, layoffs or furloughs, expense reduction, stimulus loans have become an all too common part of the survival mix.  Resorting to these tools can help little if strong leadership fails to rise to the

The Coronavirus is causing broad-based law firm disruption.  Reports of law firms reducing draws, decreasing salaries, furloughing or laying off of lawyers and staff, and modifying summer associate programs appear daily.  Besides creating concern for health and well-being, the pandemic presents real and substantial challenges for law firms.  All firms will feel it, and some